Leadership in a Crisis: Coronavirus Crisis Management Strategies in Under 3-Minutes

I have had my share of professional crisis to manage in a 30+ year career in industry. 

However, nothing compares to what we are experiencing right now with the coronavirus pandemic.  A year ago, in helping a major university with a scandal that rocked their world, I volunteered to formulate a program, using my experience, which we internally called Crisis Leadership: The New Normal?

As I use the material now with coaching clients (former and current) and any friends who will listen, I find myself apologizing that this is too simplistic.  However, I am told by them to “button it,” and it’s helping.  I guess it’s beneficial to have some frameworks against which to plot their current experiences.  So, I am happy to share a little bit of that with you.

When it comes to leadership in a crisis…

It is much smarter to prepare for and prevent a crisis than repair and repent. 

I am not sure from whom I borrowed that phrase. One of the most important things we all learn when going through a crisis is the cost is always high and unnecessary. However, if handled poorly, the costs and risks will increase exponentially. I imagine this sounds familiar to you if you have experienced a crisis.  We also learned that the impact (its power and force) of any crisis, though it may feel like an event or a relatively discrete moment in time, will persist far longer in terms of impact including loss of reputation, increased cost of regulation and compliance and now, of course, lives. 

It is not too late to do your best as a leader! Can I give you a few pointers?  If I can’t, we will talk about that leadership problem later.

We are taught as leaders to take charge, be at the front of the pack. So, what we often see is leaders who tend to exhibit excessive confidence in how they manage the moment, often with minimal preparation or study.  This can be a lonely place to be and is dangerous to you and others.

You can still prepare to be a better leader in this moment.  While I can’t get it all done, in this 3-minute leadership in a crisis education bite, what I can give you is:

  • a definition of a crisis (thanks to Pearson & Clair),
  • the 3 phases of a crisis, and
  • a competency to quickly explore and eliminate

So, what is an actual crisis?

When developing this program originally, I did not have an operational definition in my back pocket.  I had examples and illustrations but not really a definition.  Let me share one that I found useful. 

A crisis is a situation or event that is likely to be:

  • high in consequence
  • low in probability
  • high in ambiguity relative to solutions

I am going to assume that with the coronavirus pandemic, we can all agree that we have these 3 factors today in abundance. 

  • Consequences: Consequences are dire and have already impacted lives and families around the globe.
  • Probabilities: We can debate probabilities of this disease and contagion factors. However, from my perspective it appears we did not think this was probable at this magnitude and this might be the toughest challenge of all.  How long will this go on and how will we recover?
  • Ambiguity of Solutions: It seems to me we have in great quantity ambiguity of solutions:  how we respond, where supplies can be secured, what will work for containment, steps to mitigate, medications to use, vaccine development and who’s in control of what decisions. The list is endless.

We agree it is a crisis, so now what?

These 3 elements can help you to contain and focus the conversations you are likely having daily.

The Phases of Crisis Management During the Covid-19 Pandemic

No doubt we are in the acute phase of this pandemic, and yes, there are 2 other phases (pre and post).  Many organizations have risk plans, conduct annual environmental scans and even drill practice, as part of their leadership in a crisis strategy.  Use that experience and relish it if you have it in place.  In the heat of the moment you might not remember, ‘oh my god we modeled a similar scenario.’  There might be insights to revisit.  We have heard that the CDC or maybe it was FEMA has a 400+ page resource guide for such an event we are experiencing – I personally hope someone is using it.

Acute Phase

In the acute phase you should have a response team not a response individual!!!  Even if you are the sole leader of your practice/department/business, we are all in this together.  If your “go to” leadership style is to take on too much alone, this will not work.  Don’t shield people from the truth, don’t limit a spokesperson to one individual.  Keep messages simple but frequent, and always let people know when they will hear from you next.  Ask a lot of questions, keep lines of communications open and listen as much as you speak. 

Pre and Post Phases

We will discuss the pre and post crisis management strategies and phases another time, but we are all learning a lot!  My greatest caution is to stay present on the crisis. No one wants to be where we are, so natural inclination is to talk about what’s next: when operations are back to normal or when the economy really turns back on.  Stay present. 

Lastly you have a lot of leadership strengths that will help you.  In our original program, we identified 16 crisis leadership traits to cultivate and 2 traits to avoid at all cost.  In this limited time lets go straight to the one trait that will PUNISH you and those around you:

Don’t be a Blocked Personal Learner: resisting new information, confident only with your current skills, unwilling to try new approaches, certain that you have it all figured out.  So how do you know if you have this deathly trait?  Quite honestly, others can tell you but if this is a problem for you but they are likely to fear you as you have more power or status or degrees or accreditations. 

Have you ever been called a perfectionist?  Does the “stubborn” label work?  Have you been accused by your spouse or children (who are braver than most) of being stuck in the past or your own solutions?  A friend’s young adult son frequently tells him his views are no longer relevant and he better wake up.  This harsh feedback can have a positive impact if you take action. I can offer a few quick suggestions on how to compensate: collaborate more, listen more, ask questions, delegate or defer to others

If you are brave, give permission to someone who works for or with you to speak truth to power and tell you if this could be you.

I wish you were sitting across from me (yes 6 feet away and wearing a mask) I would ask you about how you are doing in effectively managing leadership in a crisis.  I would close our conversation focused only on you and your personal resilience. 

We all know this is going to be a long haul in the acute phase.  How you weather this storm, how you rebound from adversity is key.  Managing your stress, accepting tough feedback, forgiving your mistakes, managing your emotions and building your empathy skills takes a lifetime of work but you have never needed these traits more. 

I will say that if you can advance your resilience capabilities during this crisis you will likely be well set for the rest of your life. 

Chris Oster
Associate Partner, Corporate Class Inc.

Learning to Rise During COVID-19 with Dare to Lead by Dr. Brené Brown

We’re all experiencing a new normal – both in grieving our past lives, prior to February 29, 2020, and in finding a new way forward. The psychological effects of COVID-19 have been devastating for our society.

Since March 1, 2020, our global environment has changed due to COVID-19. CBS anchor Gayle King says, “I feel emotionally drained. I feel spiritually drained. I think a lot of people are feeling this during this time.”

The second order of effects of COVID-19 include disruption of family routine, social distancing, isolation, loneliness, layoffs, job loss, exposure to extreme stress, and moment by moment digestion of knowing that more than 2 million people across the globe have COVID-19 exposures and that there are more than 180,000 deaths globally. These are all anxiety provoking.

Learning resiliency skills during and after a major event such as COVID-19 is not easy. Modern neuroscience tells us that we experience physical, social, and mental threats, all with the same intensity.

However, in this light, our rising skills are ever so imperative. Author Dr. Brené Brown says that gaining skills in rising up enable people to take risks and jump into the vast unknown. Learning to rise is a three-part process: “the reckoning, the rumble and the revolution.” People are emotional beings. When you react emotionally to something, you can move forward by becoming curious about what you feel and why. Tune into your mind and body’s reactions, such as an increased heartbeat, a dry mouth or ruminating thoughts.

Let’s take a closer look at the three steps to Learning to Rise:

  1. The Reckoning: Our reckoning during COVID-19 is being in a situation where our emotions run high. We find that our physiology is taking over our thinking, and logic and behavior are not present. The key to the reckoning is being aware, present, and conscious that something has gotten a hold of you. Next, it’s time to get curious about it. For instance: I’m in a lot of pain, feeling really vulnerable, my stomach is in knots, feeling like I am paralyzed, want to punch something, or I need to get away and run from this situation (freeze, fight, or flight). This step can be hard because most tend to blame others or outside circumstances.
  2. The Rumble: Brown describes how people “offload” emotions onto others instead of reckoning with their feelings. They tamp down their emotional reactions until one small comment or action sparks an out-of-proportion outburst. Or, they get angry, place blame and make excuses. Rumbling is stepping into the story, owning it and taking it to the mat! Rumbling typically includes the story we make up absent of data. Consequently, it’s usually based in fears and insecurities. These evolve into conspiracy theories. Conspiracy theories can often contain confabulations. Brown defines this as a lie told honestly. We replace missing information with something false that we believe to be true. This shows up at work when we share what we believe is factual information, but it’s really just our own opinion. Brown encourages us to write our SFD (shxxx first draft) to start an interruption. It’s a simple way to notice your story while being in your story. To put rising skills into practice, start with:
      • “The story I’m telling myself…” or “The story I make up…”
      • Write it down!
      • There are a whole host of follow-up questions that Brown outlines as the Story Rumble process. The most challenging question is: “What more do I need to learn and understand about myself?”
  3. The Revolution: According to Brown, the revolution is all about claiming authorship of our own stories and lives. It’s about taking off the armor and rumbling with vulnerability, living in our values, braving trust with open hearts and learning to rise!

As we move to gain control of our lives through building, deepening, and strengthening our resiliency skills, we practice mental endurance and model resilient behaviors for our communities and families. By doing that we embrace Daring Leadership. I Dare You to Lead.
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Terri L. Williams
Senior Consultant, Corporate Class, Inc.
Dare to Lead Certified Facilitator